Podcasts about Lockton

You Can't Hire Your Way Out of This — St. Elizabeth Healthcare Proves ItFeaturing Brittany Sorrell, Director of Workforce Development, St. Elizabeth Healthcare700,000 open healthcare jobs every month. 306,000 unemployed healthcare workers to fill them. The math does not work. Brittany Sorrell has spent three years building the model that actually does — and it starts in high school.Luke sits down with Brittany, a former bedside nurse and nursing faculty member turned workforce development director, to talk about what it looks like when a health system stops trying to recruit its way to stability and starts building a workforce from the ground up.

Gen Z Nurses Need 2.5x More Manager Contact, 69% Lack Fraud Controls & New Hires Decide in 5 DaysAugust 10th, 2026. Bo is back. All three: Bo Brabo, Luke Carignan, and ASHHRA Executive Director Jeremy Sadlier. Three stories, one thread — the distance between the workforce you have and the strategy you're running.

Tariffs bought this industry a window. Ramiro Gutierrez, President of North America, ZF Group, is not convinced we are using it.He has spent 30 years in the automotive industry, and he left it once. Aerospace turned out to be slower than he expected, with cycles running roughly five times longer, and he returned to ZF for engineering. What he came back to is a company spending around 8% of revenue on R&D and now under real pressure to prove that money produces a return.That pressure is where this conversation starts, and it goes somewhere most tier one interviews do not. Ramiro walks through what his Chinese customers are doing with hardware ZF has already put on the vehicle. A customer looked at ZF's active suspension and figured out that lifting a wheel lets you change a flat tire without a jack. At CES, ZF showed a tire-noise function built from a damper and a chassis sensor, both already on the car. Same hardware, new functionality, software doing the work.Meanwhile, the Western specification book has been growing for a hundred years, page after page, all for good reasons, until it moved past anything a customer can feel. The cost is real, and the value is not.Ramiro is direct about tariffs. He calls them a tool in the sandbox, useful for buying time. He is just as direct about what happens if the industry spends that time defending the status quo instead of closing the gap.Then there is the leadership half of it. He is president of ZF North America and head of the global steering business unit, sitting between a German foundation owner under enormous pressure and a workforce spread across the US, Mexico, and Canada. His answer to that complexity is not a new org chart. It is communication treated as an investment, people sent to see other realities with their own eyes, consensus built and then closed, and accountability that sounds like “where are we” rather than “why didn't you.”The clock is running. Ramiro believes the future is bright. He also believes we have to move.Themes Discussed in this EpisodeCreating value through software, not more hardwareWhy Chinese OEMs adopt technology fasterTariffs as a tool with an expiration dateThe hundred-year specification problemCommunication as a leadership investmentPositive accountability without micromanagementLeading a German-owned business across three countriesEngineering ambition meeting financial disciplineThis episode is sponsored by Lockton, click here to learn more

You've Been Treating Burnout. It's Actually Moral Injury.August 3rd, 2026. Luke Carignan is flying solo, and he has something to say. Three stories. One thread. An uncomfortable conclusion the research is forcing.

Matt Jarvis is the SVP of Strategy in Lockton's national pharmacy practice. He has a PharmD (Doctor of Pharmacy) and has worked in both retail and consulting pharmacy roles. Matt is a subject matter expert in understanding current pharmacy market pricing, supply chain, and medication delivery to the consumer. He leads the development and implementation of innovative clinical solutions that drive optimal management in specialty drugs for Lockton clients. Mentioned on the ShowConnect with Matt Jarvis, PharmD on LinkedIn here: https://www.linkedin.com/in/mjarvispharmdWould you like O'Brien or Matt to discuss your company's pharmacy benefit plan? Reach out here: Contact O'BrienMatt and O'Brien discussed alternatives like Amazon Pharmacy and Mark Cuban's venture, Cost Plus Drugs. Timestamps(00:00:00) – Matt Jarvis, PharmD joins his colleague O'Brien McMahon on the People Business Podcast(00:03:48) – What is the structure of a pharmacy plan and how does it differ from the medical plan? What are the common misconceptions?(00:05:43) – What a PBM is and why does it exist? Why isn't pharmacy handled through the regular health plan?(00:08:12) – Why don't drug manufacturers sell directly to health plans and what the steps are from drug creation to pharmacy purchase?(00:09:44) – What is a formulary?(00:13:09) – Why is there is a disconnect between doctors prescribing medications and what's actually covered by a plan?(00:14:37) – What is the role of drug reps in the overall pharmacy system?(00:18:43) – Is AI influencing how doctors prescribe medications?(00:19:54) – What role does the pharmacist plays in the current system? (00:21:18) – Do pharmacists have any ability to intervene or help patients navigate the formulary, or do they just dispense whatever is prescribe?(00:23:30) – What is prior authorization, and is it driven by clinical or financial outcomes?(00:27:36) – What are the different drug tiers and what qualifies a drug for each tier?(00:28:48) – What qualifies as a specialty drug?(00:30:20) – What is the difference is between prior authorization and step therapy?(00:31:40) – What role do generics in the current pharm landscape?(00:40:16) – Step therapy and biosimilars: how they each work(00:42:38) – Where does mail order fit into the pharmacy system?(00:48:00) – Rebates: the complicated and confusing system of paying for drugs(00:56:21) – Emerging PBMs and when it makes sense for clients to switch(00:59:33) – How can employers vet new-model PBMs when traditional rebate-heavy models look better on a spreadsheet?(01:02:59) – Closing thoughts from Matt Jarvis

41% of Nurses Stay for One Reason: They Can't Afford to LeaveJuly 27th, 2026. Luke Carignan and ASHHRA Executive Director Jeremy Sadlier open with a number that is hard to sit with — and spend the rest of the episode on the organizations doing something about it.

700,000 Openings, 306,000 Workers & Smart Rooms Are Keeping Nurses from QuittingJuly 20th, 2026. Luke Carignan and ASHHRA Executive Director Jeremy Sadlier cover three stories connecting workforce math, program accountability, and the technology investment quietly becoming a retention strategy.

In the automotive industry, we often focus on the vehicle itself, the technology within it, the smart factories, and artificial intelligence. Ford is leading the way in all these areas, even reimagining the assembly line that Henry Ford created back in 1913. However, that is not the whole story. The hardware has never been the main focus.The real story lies in the culture; it's about how more than 100,000 individuals think, act, and make decisions, and whether they can adapt faster than the legacy companies that were built to move at a different pace.In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Bryce Currie, Ford's Chief Manufacturing Officer, who oversees more than 40 plants worldwide. Both Bryce and Jan began their careers in a command-and-control environment, where plant managers were feared, meetings featured thrown books, and no one felt comfortable offering alternative ideas because they weren't being heard. However, Bryce opted for a different approach. He identifies as a servant leader and has dedicated 51 weeks of his life to traveling by bus to demonstrate his commitment.These bus tours form the core of their discussion. Over the course of a week, Bryce visits four plants with 50 employees from every level and function, working from 5:30 in the morning until 10:30 at night, all focused on learning to operate Ford's production system in a unified way. This initiative is how Bryce turns culture into a tangible experience for the team. He emphasizes aspects that many leaders overlook: he turns off his phone so his team can learn to operate independently, encourages two ideas from every operator, and uses Thomas Edison's 2,332 inventions as a benchmark for what his team can achieve in a single year.This conversation explores what it takes to accelerate a company with over a century of history. Trust and kindness are powerful business tools. He advocates for accountability without fear, highlighting that culture should not be viewed as a soft concept; rather, it is the backbone that drives results.If you're a leader in this industry, Bryce will illustrate what shifts when you stop trying to control your team and start believing in them.Themes Discussed in this EpisodeWhy culture is the real transformation story at FordBreaking command and control at the manufacturing scaleServant leadership across 40-plus Ford plantsThe bus tour is a culture change engineEmpowerment over micromanagement in a legacy organizationActivating the minds of 100,000 peopleDriving innovation through frontline operator ideasThis episode is sponsored by Lockton, click here to learn more

$60,090 Per Nurse Exit, 3.35 Million Workers Finally Protected & Virtual Nursing Is WorkingJuly 13th, 2026. Bo, Luke, and ASHHRA Executive Director Jeremy Sadlier cover three stories that all connect to the same question: are you doing everything you can to keep the people you have?

In 1976, an 11-year-old girl from a small farm in Wales stood before a glass case in Greenwich, England, staring at strange uniforms and a document called the Constitution. The exhibition was titled "The British Story of the American Revolution." That was all Jan Griffiths knew of America, what she could see through the glass.Decades later, she sits in the engine room of that country, in Detroit, at the heart of the auto industry.This episode marks America's 250th anniversary, and Jan tells her own story to get at something bigger. She takes us from the shop floor at BorgWarner in Kenfig, South Wales, where the smell of oil and coolant hooked her for life, to Muncie, Indiana, to the drive up I-75 when the Detroit skyline first came into view, and something rushed through her. It is the story of what this country and this industry gave a young woman who would not have had the same shot back home in the 1980s. She names the people who believed in her, and she means every one of them.Then she turns it forward. Jan draws a straight line from Frederick Taylor's work in 1911 and Henry Ford's moving assembly line in 1913 to the management playbook most legacy automakers still run today. The country is 250 years old. The industry's operating system is barely younger, and it has hardly changed. Culture is not soft, she says. Culture is how we behave and how we decide, and the industry does not have another century to sort it out, while Chinese OEMs move at speed, and relay-race handoffs slow down every decision.She points to Jim Voss and the movement building inside Tenneco as proof of what happens when people rise up for a cause. And she reminds us what Detroit already knows about getting knocked down and coming back, from bankruptcy to two of the Big Three going under and returning stronger.This is one immigrant's love for two countries and one industry, and a challenge to every leader who still talks about transformation instead of defining it.Themes Discussed in this EpisodeAn immigrant's love for two countriesFrom a Welsh farm to Detroit's engine roomWhy culture is not softThe 100-year-old automotive playbookCompeting with Chinese OEMs on speedMoving from a relay race to all players on the courtDetroit's grit and comeback storyLeaders defining transformation, not just talking about itThis episode is sponsored by Lockton, click here to learn more

The Hiring Automation Gap No One Is Talking AboutFeaturing Mike DeMarco, Senior Product Marketing Manager, PhenomHealthcare is ranked #2 out of eight industries for overall hiring automation maturity. Healthcare was among the first to deploy voice screening agents. So why are nurses still taking 64 days to fill and internal positions taking 57?Bo and Luke welcome Mike DeMarco — the self-described "Bruce Springsteen of Product Marketing" — to unpack Phenom's 2026 State of Hiring Automation Report, which audited over 200 companies across eight industries and surfaced a gap that explains almost everything.

Today's Episode is a catch-up with two reinsurance brokers back on the podcast after an absence of over two-and-a-half years. That's long enough for most guests, but for an executive team that has been building out a Reinsurance broking operation in earnest for only a little longer than this podcast has been in existence, it's an age. Since we last spoke Tim Gardner Global CEO, and Bob Bisset, CEO North America at Lockton Re have seen the business hit profitability, witnessed revenue push through $300mn and headcount exceed 600. What's more, in that time reinsurance market dynamics have been transformed and emerging technologies like AI and market phenomena such as facilitisation and portfolio solutions have broken through and re-written business growth strategies. So we clearly had a lot to catch up about. Tim and Bob are brokers' brokers and that makes conversations exceeding easy to start and even easier to maintain and develop. With these two you always end up with a little more than what you thought you were going to get when you started out. This is a high-energy and fun conversation. So if you want to understand in depth the state of and prospects for global insurance and reinsurance markets and where Lockton Re is positioning itself to serve them, listen on. I had a blast and I know you will too. NOTES: Bob mentions a Keith. He is referring to Keith Harrison, CEO of Lockton Re International LINKS: We thank our naming sponsor AdvantageGo, now part of Sapiens: https://www.advantagego.com

Healthcare Is Dead Last in Recognition Culture. Plus: AI That Predicts Who's About to Quit & What CEOs Are Betting On in 2026July 6th, 2026. Bo, Luke, and ASHHRA Executive Director Jeremy Sadlier are back from the long weekend with a deliberately positive episode — three stories built to give you energy heading into the week.

Inside Advocate Health's AI Strategy — From a Physician Who Builds ItFeaturing Dr. Andy McWilliams, Clinical AI Product Development Lead, Advocate HealthRecorded live at Advocate Health's The Pearl innovation quarter in Charlotte, North Carolina.Dr. Andy McWilliams is a practicing hospitalist — boarded in internal medicine and pediatrics — who has spent 15 years at Advocate Health and now helps lead its clinical AI strategy. He is not a theorist. He is a physician who uses these tools, sees patients, and builds governance around the same technology his colleagues depend on every day.

Hospitals Are Building Their Own Schools, AI Scribes Cut Burnout 13 Points in 30 Days & Healthcare Is the Only Thing Keeping the US Job Market PositiveJune 29th, 2026. Bo, Luke, and ASHHRA Executive Director Jeremy Sadlier cover three stories this week that all point in the same direction: healthcare HR is not a support function. It is the engine.

In Part 1, Jim Voss, CEO of Tenneco, took on a company in need of a turnaround. In Part 2, he hands you the playbook behind it.This is the Tenneco Way. Not a poster on a wall. Not a slide deck someone presents once a month. It's the operating system running a 100-year-old company with more than 60,000 people across 28 countries. And as Jim puts it, it is the company's sustainable competitive advantage.Jim sees culture as the most powerful advantage a leader can build. It's the thing that drives every result you actually care about, because people drive results, and culture shapes people.From there, it builds. Simplify, kill the bureaucracy and the silos, and go hunt for friction instead of waiting for it to find you. Organizational velocity, the differentiator Jim believes will separate the winners from everyone else. Tenacious execution, because strategy gets eaten alive without it. Accountability and ownership without a shred of micromanagement. And win, treated as a mindset, not an outcome.Then Jim gets practical. How do you roll core values out to 60,000 people in 28 countries without peanut-buttering it across the wall? The Tenneco mindset and the power of humility. Why did he grow his own talent through Tenneco University and the P3 standards that went from impossible to gold? This is not the legacy playbook. This is a transformation that actually happened, told by the leader who lived it.Themes Discussed in this EpisodeWhy culture is an operating system, not a soft HR initiativeThe six gears of the Tenneco WayRadical candor and building a company where bad news travels fastRedefining failure: we never fail, we win or we learnOrganizational velocity as the next great competitive differentiatorAccountability and ownership without micromanagementThe Tenneco mindset and the power of humilityP3 standards and the pride that drives performance

What It Actually Looks Like to Move Beyond Traditional HRFeaturing Nakesha Lopez, Chief People & Culture Officer, Advocate HealthRecorded live at Advocate Health's The Pearl innovation quarter in Charlotte, North Carolina.Advocate Health is one of the three largest nonprofit health systems in the country — 175,000 teammates across six states. Nakesha Lopez leads the people and culture function for all of it. She started in HR because someone mentioned a job posting at Memorial Sloan Kettering. She didn't know what HR was. Twenty-five years later, she's redefining what it can be.

Pay Transparency Hits July 1, Two-Thirds of HR Leaders Don't Know What AI Can Do & 84% of Healthcare Workers Feel Taken for GrantedJune 22nd, 2026. Luke Carignan is flying solo — Bo and Jeremy are out — and he is not slowing down. Three stories: compliance, technology, and the most human challenge in healthcare right now.⚖️ Pay Transparency Laws Hit Virginia and Maine July 1 Every job posting in Virginia and Maine must include an actual salary range beginning July 1st. No "competitive compensation." No DOE. Virginia's law has no employer size threshold — a 20-person clinic and a 50,000-employee health system face the same requirement. A salary history ban is also in effect. 16 states now have pay transparency laws. Penalties start at $1,000 per violation, with a 15-day correction window that protects you from a lawsuit on that specific posting. Action: Audit your postings today. Then stop treating this as compliance and start treating it as competitive advantage. Candidates are three times more likely to apply when a salary range is included. In a market with 1.3 million open healthcare jobs, that is not a small number.

Greenwood LaFleur Is Still Fighting, Medicaid Work Requirements Land July 31 & the Layoff Tracker Is Telling You Where the Work IsJune 15th, 2026. Bo and Luke open with a Mississippi hospital that was supposed to close today — and is still open. Then a Medicaid rule taking effect without a real comment window. Then a layoff tracker that, read correctly, is actually a roadmap for HR.

How do you take a 100-plus-year-old automotive company with 158 manufacturing sites, operations in 28 countries, more than 60,000 employees, and over 30 brands and transform it into a top-performing company?That's the question at the heart of Tenneco's remarkable turnaround story.In less than three years, under the leadership of CEO Jim Voss and his team, Tenneco doubled its EBITDA margins, becoming a leader within its peer group. But before the performance came the hard part: confronting a deeply entrenched command-and-control culture and reimagining how leadership works inside a legacy automotive company.In Part 1 of this two-part series, Jim shares his unconventional path to the automotive industry, his private equity background with Apollo, what he discovered when he arrived at Tenneco in 2022, and why culture became the foundation of the company's transformation.This is a conversation about leadership, trust, organizational velocity, and the courage required to challenge decades of legacy thinking.Themes Discussed in this EpisodeWhy Tenneco's turnaround began with culture.What Jim found when he walked into Tenneco in 2022Breaking away from command-and-control leadershipWhy organizational velocity is now a competitive advantageThe challenge of transforming legacy automotive organizationsHow leaders create cultures that drive executionHigh care and high accountability as a leadership modelWhy manufacturing plants should sit at the top of the organizational pyramid

The Layoff Tracker, Cigna's GLP-1 Cut & What Happens When Compliance FailsJune 8th, 2026. Bo and Luke break down three stories connected by the same thread: what happens when organizations wait too long to act.

Three Things That Escaped the Savannah Convention CenterLuke Carignan and ASHHRA Executive Director Jeremy Sadlier are back from ASHHRA26 — and the sessions were too good to leave at the convention center. Bo is out this week, but the content more than covers for it. Three themes from the conference floor that every healthcare HR leader needs on their radar right now.

Most sales managers will tell you that the only way to write seven figures in new business is to follow a rigid, uncompromising metrics plan—100 dials a week, three meetings a day, come hell or high water. But what if the secret to elite production isn't a strict script, but rather what we call "opportunistic chaos"?My guest, Thomas Cox, Vice President at Lockton, joins me to share how he broke records by generating $1.7 million in new business in a single year using an unconventional approach to prospecting. Thomas walks us through his background - from playing college basketball when he wasn't cut out for it, to enduring Navy SEAL boot camp, to making the high-stakes jump from carrier rep to broker. We discuss how to drop your ego to learn a new industry, why your physical and mental health dictates your "commission breath," and how to master the art of being "always around, but never in the way." If you are feeling completely drained by your current sales routine, this episode is a breath of fresh air.▶▶ Sign Up For Your Free Discovery Callcompletegameu.com/agaKEY MOMENTS(00:00) Intro(01:26) The Accidental Walk-On: Riding the Bench as a 6'4" Center in LA(03:17) 29 Days in Boot Camp: The Navy SEAL Dream and an Earth-Shattering Injury(04:40) The Airport Encounter: How a MetLife Executive Launched Thomas into Insurance(08:12) Shifting Territories: Climbing the Corporate Ladder at MetLife, Aetna, and Guardian(10:08) Burn the Ships: Making the Unconventional Leap from Carrier Rep to Broker(12:21) The Reality Check: Why Your Golf Buddies Shouldn't Be Your First Prospects(14:56) Dropping the Ego: Sitting Next to Account Teams to Learn the Watch is Made(18:19) Breaking Records: Writing $1.7 Million in New Business In One Year(20:30) Reversing the Drain: Moving from Hated Cadences to Relationship Networking(23:52) The Health Journey: How Physical Wellness Eliminates Your "Commission Breath"(26:42) Outcomes vs. Tactics: Managing a Calendar Without a Rigid Activity Plan(28:36) Opportunistic Chaos: Blocking Time to Go Ballistic on Messaging(31:37) What Separates Mentally Tough Producers from the Rest of the Field(35:58) Thomas's Lightning Round: Whoop Data, Tonal Lifting, and Singing the National Anthem at a Royals GameCONNECT WITH ANDY NEARY

The USMCA review is fast approaching, uncertainty is building across the automotive industry, and leaders are asking a critical question: Is the agreement that binds North America together at risk?Colin Bird, the Consul General of Canada in Detroit, United States, brings clarity. This is not a collapse or a dramatic reset. It is a built-in review designed to test whether the agreement still works in a world that has fundamentally changed. The environment that shaped USMCA no longer exists. Supply chains are strained, global competition is intensifying, and China has accelerated ahead in the EV space.The real issue is not whether the agreement survives. The issue is whether North America can operate effectively under pressure. July 1 is not a breaking point. It's part of a process meant to ensure the agreement stays relevant while the industry evolves at speed.Colin makes it clear that the real danger comes when North America starts putting up barriers within its own system. The automotive supply chain has been built over decades to operate seamlessly across borders. When tariffs or policy decisions disrupt that flow, it does not just impact one country. It makes the entire region less competitive at a time when global players are moving fast.This episode is about what matters now: certainty, coordination, and competitiveness. The industry doesn't need more noise or political posturing. It needs alignment. Because if North America wants to win, it must act as one integrated system, not three separate countries.Themes Discussed in this EpisodeWhat the USMCA “review” really meansWhy July 1 is not a cliff, but a checkpointThe risk of disrupting a deeply integrated supply chainHow tariffs and policy decisions can backfire on North AmericaWhy China's EV acceleration changes everythingThe critical role of certainty and predictability for investmentWhat leaders must focus on to stay competitive globally

Could a private insurance market play a significant role in compensating for AI-related harms and incentivizing companies to engage in more effective AI governance? Phil Dawson of Armillla AI explains why AI insurance is emerging as a distinct product category, why traditional policies aren't effective at addressing AI risks, and what AI insurance actually covers. Dawson details Armilla's journey from AI testing platform assurance provider to, managing general agent for AI insurance policies, arguing that the company's AI audit experience gave it the risk data and evaluation capabilities needed to underwrite AI systems. A key turning point, he says, was realizing that as companies received reports showing how their models performed or underperformed, they became more concerned about risk, and insurance emerged as the next logical step to build trust. Dawson identifies the absence of claims data as the central challenge for AI underwriting, which forces insurers to rely on proxy signals. He argues that policymakers can help by incentivizing transparency, disclosure, and third-party assessment. Drawing on lessons from cyber insurance, Dawson contends that risk-based pricing must be grounded in system-level governance evaluation. He also describes Armilla's partnership program, which connects insured companies with AI governance platforms, auditing firms, and certification bodies, ultimately driving improved AI governance maturity across the sector. Philip Dawson is Head of AI Policy and Partnerships at Armilla AI, an MGA and Lloyd's cover holder that provides dedicated AI insurance products. A lawyer and public policy adviser, he has spent nearly a decade working on AI governance, including early involvement in the drafting of the OECD AI Principles and roles at Element AI, the United Nations, and the Harvard Kennedy School's Carr Center for Human Rights Policy. Transcript Ready or Not: The Impact of Artifician Intelligence on Insurance Risks (Armilla AI and Lockton, February 2026) Armilla AI Raises Lloyd's-Backed Coverage to $25M as Traditional Insurers Retreat from AI Risk (Fintech Finance News, January 22, 2026)  Gen AI Risks for Businesses: Exploring the Role for Insurance (Geneva Association, October 2, 2025)

Send us your thoughtsIn this CFO 4.0 Revisited episode, Hannah Munro is joined by Mark Lockton‑Goddard, now Founder & CEO at embracent, to explore what successful digital transformation really looks like for finance teams.With over 25 years' experience across global organisations, Mark shares practical insight into how CFOs can approach transformation decisions, gain buy‑in from their teams, and avoid common pitfalls when introducing new technology and processes.Relaunched ahead of the new financial year, this episode is a timely listen for finance leaders reviewing how prepared their finance function is for what lies ahead.In this episode, we cover:How CFOs should approach decision‑making for finance transformationGaining employee buy‑in for new systems and processesCommon mistakes that cause digital transformation projects to failKey focus areas when modernising finance departmentsHow finance teams are adapting to meet today's business demandsLinks mentioned in this episode:Mark's LinkedInSign up for our CFO Briefing and Podcast newslettersExplore other CFO 4.0 Podcast episodes here.Subscribe to our Podcast!

One of the biggest struggles business owners face is maintaining a steady cash flow. Some months might be great, but others? Not so much. Cash flow pressure can quietly strangle growth, stall innovation, and shake even the most confident leaders. Overcoming it might feel impossible—especially without major resources—but on today's episode, Dondi Dix reveals the hidden, no-cost power moves that help CEOs regain control and boost financial momentum.Dondi Dix is an executive and fractional Chief Transformation, Growth, and People Officer with over 25 years of experience helping organizations align leadership, people, and systems to drive scalable performance. As part of The Proper Group Executive, she partners with companies navigating growth, M&A, and cultural change—drawing on a career that includes leadership roles at Lockton, T-Mobile, and other global and private equity-backed firms.Read more: https://strategicsalesqueen.com/hidden-power-moves-ceo-cash-flow-pressure/Support the showCheck out Petite2Queen for more great interviews, podcasts, and blogs to help you achieve more, faster!https://www.petite2queen.com/​

David Millili sits down with Brian Popelmayer of Lockton Companies at the Hunter Conference in Atlanta to discuss one of the biggest challenges facing the hospitality industry today: rising hotel insurance costs.In this episode, Brian shares insights from more than 23 years in the insurance industry, including how the hotel insurance marketplace has evolved, why liability insurance costs are rising, and what hotel owners and management companies must do to protect their balance sheets.Brian also breaks down emerging risks in hospitality such as human trafficking, sexual misconduct liability, environmental exposures, mold, and Legionella claims, and explains how hoteliers can secure the right coverage in an increasingly complex insurance market.If you're a hotel owner, operator, asset manager, or hospitality professional, this episode will give you a clear look at the risks shaping the industry and practical strategies to manage insurance costs while protecting your business.In this episode, we cover:• How Brian Popelmayer got into the hospitality insurance industry• Why hotel insurance costs have risen from 1.2% to nearly 2% of operating revenue• How hotel owners can secure better insurance coverage• The positive trends in the property insurance marketWatch the FULL EPISODE on YouTube: https://youtu.be/DUIM79T4FuY Links:Brian on LinkedIn: https://www.linkedin.com/in/brianpopelmayer/Lockton: https://www.global.lockton.com/For full show notes head to: https://themodernhotelier.com/episode/261Follow on LinkedIn: https://www.linkedin.com/company/the-...Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Reinvention in the automotive industry is no longer optional. It is survival. In this episode, Jan Griffiths sits down with Lori Lancaster, Vice Chair of Emotiv Mobility, to break down what reinvention really looks like when you are living it, not talking about it from a distance. The old playbook is cracking, and incremental improvement will not get us where we need to go. Yet many leaders are still holding on, waiting for direction instead of stepping up to create it.Lori did not wait. She made the decision to step back from the EV hype, resist the pressure to go all in, and focus instead on the real constraint holding the industry back. Infrastructure. That shift required courage. It meant challenging conventional thinking and refusing to follow the herd. Instead of chasing what everyone else was doing, she looked at where the real opportunity was and made a strategic move to meet it.That decision led to a bold reinvention of the business. By taking core automotive manufacturing capabilities such as process discipline, scale, and precision, Lori and her team expanded into energy and transformer production while exploring emerging mobility spaces like eVTOL. This was not diversification for the sake of it. It was a deliberate move to stabilize the business, reduce reliance on automotive cycles, and position the company for what comes next.But reinvention is not just about strategy. It is about leadership. Lori grounds her approach in servant leadership, accountability, and clarity of purpose. She makes it clear that transformation only works when people understand the why, when they are engaged in the journey, and when leaders create an environment of trust. Without that foundation, even the best strategy will fail.The message is simple and direct. If you are waiting for certainty, you are already behind. If you are waiting for direction, you have missed the point. Reinvention belongs to leaders who are willing to see what is coming, make the hard calls, and move forward without a safety net.Themes Discussed in this EpisodeReinvention as a survival strategyWhy incremental improvement is no longer enoughBreaking free from OEM dependency and legacy thinkingThe real barrier to EV adoption: infrastructure, not vehiclesDiversification beyond automotive to stabilize volatilityTranslating automotive manufacturing discipline into new industriesLeadership courage in high-risk, uncertain decisionsServant leadership vs command-and-control in transformationAccountability through clarity of purpose and shared visionCulture as the foundation for successful reinvention

If you had told Jan a year ago she would bring a member of Congress onto this show, she would have said you were crazy.But this isn't about politics.It's about survival.It's about supply chains, tariffs, China, semiconductors, and the reality that policy decisions now move faster than most production lines.In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Congresswoman Haley Stevens, often called the “manufacturing geek,” for a direct conversation about industrial policy, public-private partnership, national security, and what automotive leaders should expect from Washington.Whether we like it or not, policy volatility is now a leadership variable.Themes Discussed in this EpisodeWhy Manufacturing Mondays keep policymakers grounded in shop-floor realityLessons from the 2008–2009 auto rescue and bipartisan public-private partnershipThe Chips and Science Act and reshoring semiconductor productionChina's 95% dominance in rare earth processing and why it mattersCritical minerals, battery recycling, and national competitivenessTariff volatility and the cost of policy uncertaintyUSMCA review, Canada relationships, and North American stabilityThe Chinese OEM threat and rule-based trade enforcementWhat automotive leaders can expect from policymakers moving forward

This conversation goes straight at the tension every legacy leader feels but rarely names.How do you build something new inside a company designed for stability?How do you move fast inside a system built to control risk?How do you create urgency without burning out your team?In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Ted Cannis, former CEO of Ford Pro and longtime executive at Ford Motor Company.Ted didn't just grow revenue. He helped build an integrated ecosystem of vehicles, software, charging, service, and financing. But this conversation isn't about the numbers. It's about the leadership and culture required to produce them.Ted shares what it really takes to drive change inside a legacy organization. Why data is your most powerful ally. Why shared metrics matter more than motivation. Why speed is a discipline. And why every bold initiative faces what he calls “status quo snapback.”He also makes a surprising admission. He's a self-confessed micromanager. And that opens up one of the most honest leadership moments we've had on the show.This episode is about disciplined change.Not hype. Not slogans. Not transformation theater.Real leadership inside real constraints.Themes Discussed in this EpisodeWhy building inside constraints sharpens leadershipThe power of going to the gemba instead of managing from the conference roomUsing data to win enterprise-level changeHow shared metrics break down silosWhy speed requires preparation, not chaosThe danger of “sketchy scoping” in big strategic betsWhat “status quo snapback” looks like inside legacy organizationsCan micromanagement and authentic leadership coexist?Watch the full episode on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestTed Cannis is the former CEO of Ford Pro, where he scaled the business to $67B in revenue and $9B EBIT by integrating commercial vehicles, SaaS, charging, service, and financing into one global ecosystem.Across a 30+ year career at Ford Motor Company, Ted led global electrification strategy, investor relations, and international operations. He is known for combining operational discipline with enterprise-level vision and has been featured in CNBC, The Wall Street Journal, and Forbes.Today, he serves as a strategic advisor and board-level collaborator across mobility, energy, and technology ventures.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty,

Have you ever looked at a "natural" leader and wondered why it seems so easy for them? In our latest episode of Raising The Bar on Leadership, I sat down with my close friend O'Brien McMahon (SVP at Lockton and host of People Business) to debunk the myth of the natural-born leader. O'Brien's core philosophy is simple but transformative: Everything is a skill. From leadership and communication to psychological safety, these aren't things you're born with, they are things you build through consistent "reps".

This is episode 812. Read the complete transcription on the Sales Game Changers Podcast website. Watch the video of this podcast on YouTube here. This is an Office Hours - Sales Professors Unplugged sub-brand of the Sales Game Changers Podcast. The Sales Game Changers Podcast was recognized by YesWare as the top sales podcast. Read the announcement here. FeedSpot named the Sales Game Changers Podcast at a top 20 Sales Podcast and top 8 Sales Leadership Podcast! Subscribe to the Sales Game Changers Podcast now on Apple Podcasts! Purchase Fred Diamond's best-sellers Love, Hope, Lyme: What Family Members, Partners, and Friends Who Love a Chronic Lyme Survivor Need to Know and Insights for Sales Game Changers now! On today's show, Fred interviewed Dr. Dawn Deeter, Director of the National Strategic Selling Institute at Kansas State University. She brought on one of her program's sponsors Nate Lindstrom at Lockton. Find Dr. Deeter on LinkedIn. Find Nate on LinkedIn. DR. DEETER'S TIP: "If you're a hiring manager, actively seek out nearby universities with sales programs. You'll gain years of advantage by hiring sales-ready graduates." NATE'S TIP: "The generalist is dying." The future belongs to specialists who deeply understand an industry and how their solution creates value inside it."

This conversation doesn't sugarcoat anything. The auto industry is under real pressure, and leaders can't afford denial or delay.In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Jamie Butters, now an independent journalist, speaker, emcee, and content creator who has spent decades reporting from every corner of the automotive ecosystem.Jamie brings a clear, grounded view of where the industry stands at the start of 2026. China's competitive advantage is no longer theoretical. Affordability is becoming an existential issue. Tariffs and geopolitics are injecting uncertainty that freezes investment. AI is everywhere, but leaders still struggle to separate real value from noise.They unpack why legacy automotive culture slows decision-making, how bespoke thinking drives unnecessary cost, and why speed is now a leadership requirement, not a nice-to-have. The conversation also digs into Tesla's influence on manufacturing thinking, the future of dealer AI tools, and what's at stake as the UAW heads into a pivotal leadership year.This episode is about reality. Not hype. Not fear. Just the hard truths automotive leaders need to face if they want to compete, adapt, and lead with courage.Themes Discussed in this EpisodeWhy China's scale and speed threaten global incumbentsHow affordability became automotive's silent crisisWhere AI delivers value and where it quietly creates wasteThe cultural cost of bespoke thinking in legacy organizationsTariffs, uncertainty, and their chilling effect on investmentWhat UAW leadership changes could mean for competitivenessWhy speed of decision-making is now a core leadership skillThis episode is sponsored by Lockton, click here to learn moreFeatured GuestJamie Butters is an independent automotive journalist, speaker, emcee, and content creator. He previously served as Executive Editor and Chief Content Officer at Automotive News, Detroit bureau chief for The Wall Street Journal, and automotive editor at Bloomberg. Jamie is known for connecting the dots early, telling the truth plainly, and translating complex industry dynamics into language leaders can actually use.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this EpisodeAutomotive News

Re-industrializing America sounds bold. Necessary. Inevitable.But on factory floors across the country, automation keeps stalling before it ever delivers real value.Robots sit unused. Projects drag on for years. Leaders know automation is essential, yet decisions stall, risks get avoided, and the same problems repeat. This episode goes straight to the heart of why.Jan Griffiths is joined by Søren Peters, CEO of HowToRobot, a global marketplace helping manufacturers source and implement robotics more effectively. Søren has spent decades leading digital transformation and operational change, giving him a front-row seat to why automation struggles inside real plants, not PowerPoint decks.This conversation moves past hype. It tackles the real blockers: fear-based leadership, siloed decision-making, short-term contracts, poor education, and a complete lack of ownership once robots hit the shop floor. Automation doesn't fail because the technology isn't ready. It fails because organizations aren't.Søren challenges leaders to rethink how they assess risk, train their workforce, and take responsibility for change. Buying a robot isn't a technology decision. It's a leadership decision. And without courage, clarity, and accountability, even the smartest automation strategy will collapse.If the automotive industry is serious about rebuilding manufacturing capacity, closing labor gaps, and preparing for an AI-enabled future, leaders must stop waiting for certainty and start owning the change.Themes DiscussedWhy automation failures are leadership failures, not technology failuresThe risk-avoidance mindset is slowing manufacturing transformationHow siloed decision-making kills automation on the shop floorWhy education matters beyond engineers and integratorsThe hidden impact of short-term supplier contracts on ROIWhat successful automation leaders do differentlyWhy ownership and courage matter more than toolWatch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestSøren Peters is the CEO of HowToRobot, a global industrial robot marketplace that helps manufacturers find, evaluate, and implement automation solutions more effectively. He has spent over two decades leading companies through digital transformation, outsourcing, and large-scale operational change across Europe and the United States. Søren brings a pragmatic, leadership-first perspective to automation, grounded in what actually works inside manufacturing plants.About Your Host – Jan GriffithsJan Griffiths is a champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She is the author of AutoCulture 2.0 and the...

2025 didn't just challenge the automotive industry.It exposed it.Tariffs that shifted overnight. Another chip crisis. A sudden rethink on EVs. Then Ford dropped the bomb: nearly $20 billion in charges as it pivoted away from EVs, stranding capital across the supply chain. And on top of it all, AI is moving faster than most leaders can keep up with.In this solo episode, Jan Griffiths presses pause on the noise and calls it what it really was: feedback.Not chaos.A signal.2025 showed us exactly where legacy leadership breaks under pressure. Command-and-control slowed decision-making. Rigid processes collapsed under uncertainty. And waiting for perfect data became a competitive disadvantage.As we step into 2026, Jan lays out what leadership must become if this industry wants to survive, not just react. She challenges leaders to stop pretending they have all the answers and start learning out loud. To trade certainty for curiosity. Ego for humility. Silos for systems thinking.AI is not the threat. Speed is the reality. And culture is still the differentiator.This episode is a direct, honest conversation with leaders who feel the weight of what's coming and know the old playbook won't get them there. Jan breaks down the five leadership categories that will define success in 2026 and beyond, and why standing still is no longer an option.If 2025 cracked the foundation, 2026 is the year leaders decide whether to rebuild or repeat the same mistakes.This episode is sponsored by Lockton, click here to learn more Themes DiscussedWhy 2025 wasn't chaos, but critical feedback for automotive leadersThe leadership behaviors that failed under pressureLearning out loud instead of waiting for perfect answersIntellectual humility as a competitive advantageWhy speed now matters more than certaintyHow AI is forcing a shift away from rigid org chartsThe leadership mindset required to win in 2026About Your Host – Jan GriffithsJan Griffiths is the Champion for Culture Change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.comMentioned in this Episode

Lockton Re CEO Tim Gardner discusses softening markets, client value, AI's impact and navigating global volatility. Gardner spoke with AM Best TV at the Rendez-Vous de Septembre conference, Monte Carlo.

Massive securities class action settlements—not trial verdicts—are driving billions in D&O losses, pushing the market out of a soft cycle and into stabilization that's reshaping capacity, pricing, and … Read More » The post Why D&O Settlements Are Reshaping Capacity, Pricing, and Broker Strategy | Risky Future Summit appeared first on Insurance Journal TV.

Nick Haines, Savannah Hawley-Bates, Brian Ellison, Kyle Palmer and Dave Helling discuss pushback in Johnson County over stadium consideration at Aspira Campus and continued silence from team owners, the requests for tax incentives by new Plaza ownership, Lockton eyeing move to JOCO, KC's World Cup draw and new social media rules for visitors, MO and KS congressional maps, a JACO/KCMO split & more.

Cybersecurity is essential for every practice that relies on technology. In this episode, guest Kaitlin Upchurch, Senior Vice President and Cyber & Tech Practice Leader at Lockton, addresses the cybersecurity questions practices are—and are not—thinking about. She explains why cybersecurity risks are often misunderstood, what makes health care a prime target, and why insurance alone is not enough. Tune in to understand your cyber exposure, the biggest threats facing practices today, and the first steps to strengthen your protection beyond buying a policy.  Chapters00:00 Intro00:47 Banter04:25 Guest background10:20 Tell us about Lockton.13:40 Do medical practices need cybersecurity?18:40 What are cybersecurity misconceptions?20:48 What are some cybersecurity threats?25:00 How can medical practices avoid cybersecurity issues?26:37 Access+27:16 Legal Takeaways28:45 OutroWatch full episodes of our podcast on our YouTube channel: https://www.youtube.com/@byrdadatto  Stay connected for the latest business and health care legal updates:WebsiteFacebookInstagramLinkedIn

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook - click hereSometimes a conversation hits so deeply that it demands a part two , and that's exactly what happened after our episode with MIT's Dr. Bryan Reimer. The response was immediate, and the very first message came from CADIA CEO Cheryl Thompson, who had been quietly diving deep into AI for months. Her reaction captured what so many leaders are feeling right now: excitement, overwhelm, fear, and possibility all at once.This episode brings Cheryl and Bryan together to talk about what AI is really doing inside companies — not the hype, but the human impact. The emotional truth? AI is forcing us to look hard at our culture, our trust levels, and our willingness to unlearn the habits that hold us back. That's where transformation starts.Cheryl shares how AI has changed the way she works, creates, leads, and even manages her daily life. But she's honest about the trap many leaders fall into: using AI to produce more… instead of stepping back to breathe, think, and lead. Bryan brings the research lens, grounding the conversation in what AI can do, what it can't, and how leaders must shift from delegation to collaboration if they want AI to be truly useful.Together they unpack psychological safety, generational differences, the rise of agentic AI, and the cultural tension AI exposes inside legacy automotive. And they remind us that AI will not replace leaders — but leaders who use AI well will absolutely outpace those who don't.This isn't a conversation about technology. It's a conversation about courage, trust, and the future of leadership in an industry that desperately needs to move faster while staying true to its values.Themes Discussed in This EpisodeHow trust and culture determine whether AI succeeds or stallsWhy leaders must collaborate with AI instead of delegating blindlyWhat the Wow, Whoa, Grow framework reveals about human behaviorHow generational differences shape AI adoption and comfort levelsWhy AI in automotive demands unlearning old processes, not just adding toolsThe risk of locking down AI too tightly — and the risk of letting it run wildHow small businesses and startups are using AI to outrun traditional OEMsWatch the Full Video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn more Featured GuestsCheryl Thompson, CEO, CADIACheryl leads the CADIA: Culture Evolved, where she equips organizations to build equitable, high-performing cultures. A former manufacturing engineering leader in the automotive industry, Cheryl is known for her human-centered approach to leadership, her commitment to psychological safety, and her skillful integration of AI into learning and development. She helps teams work smarter, remove friction, and accelerate change by pairing technology with deep emotional awareness.Dr. Bryan Reimer, Research Scientist, MITDr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a founding member of the MIT AgeLab. His work examines how humans and automation interact in real-world conditions, including driving, attention, decision-making, and safety. He leads three major academic–industry consortia focused on

This episode is sponsored by Lockton, click here to learn more Watch the Full Video on YouTube - click hereAI dominates every conversation in the automotive industry, but very few companies know how to make it truly useful. That focus on real value is what led MIT research scientist Dr. Bryan Reimer to write How to Make AI Useful.The idea began casually over dinner in Lisbon, when someone asked him what he really thought about AI. Bryan didn't dive into predictions about machines taking over. He focused on something more practical: how AI only matters when it's built with people in mind.He breaks AI down into three realities: the excitement of what it could do, the fear that follows when we realize what it might do, and the long, steady work required to make it truly valuable. AI can automate the basics and even create new content, but its real strength is amplifying human skill, not replacing it. The goal isn't an autopilot workforce. It's a copilot.That means the fear that AI will take jobs is misplaced. AI changes work; it doesn't erase it. Just as assisted driving has changed how we drive, rather than removing the driver, AI will shift roles and demand new skills. Bryan points out that layoffs blamed on AI are often just business decisions wearing a convenient mask. The real question is how companies use AI to make work better rather than cheaper.To do that, leaders in automotive need to unlearn old habits. Years of rigid processes, slow decision-making, and fear of change make it hard for AI to deliver value.He argues that useful AI requires trust and transparency. It's hard for any organization to move forward when fear, hidden approvals, and layers of bureaucracy control decisions. If employees can't be trusted to make decisions, AI won't save them. The real challenge is cultural, not technical.Bryan expands the conversation globally. Japan is embracing robotics as companions, while Europe is focusing heavily on privacy. Culture shapes how AI grows, and automotive companies need to pay attention to what consumers value, not just what tech can do.He connects this to China as well. China's speed is not about dumping features into cars. It's about building products people can afford and use. If Western brands only chase faster or cheaper without real value, they will lose.AI becomes useful when companies start small, test real-world problems, and continually improve the tool until it actually helps people do their work. That progress may cost more in the beginning, but better safety features, more accurate data, and enhanced customer experiences rarely come from shortcuts. The goal is not to replace people. It's to build technology that helps them perform at a higher level.Themes discussed in this episode:How AI becomes useful only when it is designed to support human judgment instead of replacing workersWhy the “Wow, Whoa, and Grow” framework helps companies move beyond AI hype and build tools that solve real problemsHow assisted driving proves that advanced technology still depends on human responsibility and oversight to deliver safe, reliable resultsThe importance of unlearning outdated processes before applying AI to existing workflows in automotiveWhy a lack of trust inside automotive organizations slows down AI adoption more than the technology itselfLessons from China's speed in product development and why Western automakers should prioritize value and accessibility over rushed innovationWhat automotive leaders can learn from the pharmaceutical model of testing, releasing, and improving technology through data-driven updates over timeWhy leaders should start small, run narrow...

This episode is sponsored by Lockton, click here to learn more Watch the Full Video on YouTube - click hereWhen people in the automotive world talk about leaders who bring out the best in others, Kim Less's name always surfaces. As Vice President of aftersales for Nissan Americas, she leads a team of more than 1,600 people in the U.S., Canada, Mexico, and South America.Her leadership philosophy? Constant gentle pressure. The phrase, which came from Danny Meyer, perfectly captures how Kim shows up daily. To her, "constant" means persistence and accountability. "Gentle" means having your team's back while guiding them toward growth. And "pressure" is the drive to win, move with urgency, and deliver. Together, they form the balance she strives for: leading with calm confidence but never without expectation.At Nissan, Kim has spent years redefining what aftersales means inside the organization. For her, aftersales isn't an "afterthought," it's the engine that fuels brand loyalty and future sales. Leading across multiple countries means managing different cultures, languages, and expectations. Kim talks about how she's brought the entire Americas region together as one unified team. She does that by traveling to meet teams in person and building relationships and credibility. Over time, those consistent actions turned into a shared culture built on mutual respect and accountability.As the automotive industry evolves, Nissan is focused on simplifying its processes to make quicker decisions. Kim recalls working with the dealer advisory board to streamline 60 dealer-facing programs; removing or simplifying two-thirds to sharpen focus on what truly matters. To her, simplification isn't about doing less; it's about removing distractions so teams can move faster and stay focused on impact.She ties that same thinking to the importance of trust inside organizations. Once people trust each other and the data and systems they rely on, they no longer waste time validating every decision. That's when speed naturally follows. She also reflects on the personal side of leadership and the lessons from finding balance. Earlier in her career, while raising twins, she often hesitated to step away from work for family events. Over time, she learned that setting boundaries wasn't a weakness but a necessity. Now, she mentors others, urging them to "own their calendar," set limits, and protect their well-being. It's advice she lives by and passes down to emerging leaders who often feel pressured to choose between career and personal life.Themes discussed in this episode:How Kim Less applies “constant gentle pressure” to balance accountability, empathy, and performance in leading Nissan Aftersales AmericasThe leadership lessons Kim Less learned from Saturn and GM that shaped her people-first approach at NissanWhy calm leadership and consistency drive stronger team alignment across multiple cultures and regions in the AmericasThe business case for aftersales as a core growth engine that strengthens brand loyalty and customer lifetime valueThe transformation of Nissan's Aftersales organization through simplification, streamlined programs, and faster decision-makingThe process of uniting 1,600 employees across North and South America under one shared vision and operating modelThe importance of visiting markets and building relationships in person to earn credibility and alignmentHow setting boundaries, owning your calendar, and leading with authenticity sustain energy and focus in high-pressure rolesFeatured guest:

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereHow does a 65-year-old automotive supplier reinvent itself for the future? That's the question Jeff Edwards, Chairman and CEO of Cooper Standard, answers in this episode. With 22,000 employees across 20 countries, Cooper Standard is navigating one of the fastest periods of change in its history; not by clinging to the past, but by transforming how it leads, operates, and builds culture.Jeff explains that the company's strength begins with its people. Of the ~22,000 employees, 18,000 work in plants every day. They are the heartbeat of the business, and their mindset defines how the company performs. Culture once lived within HR, but today, that's no longer the case. And at Cooper Standard, every leader owns it. The values and purpose that guide the business aren't just words in a handbook; they shape decisions, behavior, and priorities across the organization. Jeff reinforces them in quarterly meetings with employees worldwide, making sure new hires understand how the company operates and what it stands for.Jeff explains how Cooper Standard continues to invest in better tools and infrastructure to support faster, more informed decisions — and sees AI as a future opportunity to help teams work smarter.However, Jeff points out that no system works without the right mindset. Change only happens when people are willing to adopt new ways of working together.Jeff also describes how Cooper Standard restructured its organization two years ago into three business units: Fluids, Sealing, and Industrial Specialty. Each has its own president who is responsible for performance. The new setup flattened decision-making and pushed authority closer to the work.Instead of questioning the change, employees embraced it. They wanted to understand how it would improve them, not why it was happening. That response, Jeff says, is the product of a healthy culture built on trust and shared purpose.The conversation closes where every great company story should — with its people. At Cooper Standard, leadership isn't a title or a process; it's the daily act of listening, learning, and helping others grow. Decisions are made through conversation, not command. Ideas come from every corner of the company, shaped by the experience of those who build, design, and lead on the floor each day. That shared approach to leadership is what keeps Cooper Standard moving; steady, united, and ready for whatever the next chapter demands.Themes discussed in this episode:The transformation of Cooper Standard from a legacy automotive supplier into a future-focused global manufacturerThe link between company culture and faster decision-making in today's competitive automotive industryHow Cooper Standard is strengthening its digital infrastructure to improve decision-making speedThe structural transformation that created three focused business units and improved Cooper Standard's responsiveness to customersWhy collaboration and teamwork between leaders and teams matter more than hierarchy in a modern organizationThe importance of maintaining zero-incident safety standards as a reflection of company culture and care for employeesThe connection between trust, open communication, and long-term success in a global automotive supply chainFeatured guest: Jeff EdwardsWhat he does: Jeff Edwards, Chairman and CEO...

This episode is sponsored by Lockton, click here to learn more Watch the Full Video on YouTube - click hereWhy do so many companies spend millions shaping their external image while missing the most important audience: their own people? That's the question Jan Griffiths brings to Tina Kozak, CEO of Franco, in this episode of the Automotive Leaders Podcast. Together, they explain why internal communication is often overlooked, and what leaders can do to fix it.Tina talks about her “head and heart” style of leadership, which balances business strategy with empathy and emotional intelligence. She shares how mentors and coaches shaped that approach and how it helped her lead Franco through a recent acquisition. While the finance team handled the numbers, she put her energy into people, making sure employees and clients felt supported through the change.In legacy industries like automotive, employees are still too often seen as replaceable. Tina challenges that thinking, arguing that leaders earn loyalty when they consistently support their people, not just when business is booming.Technology and AI are also discussed. Tina shares examples of how Franco uses tools like generative AI to make communication easier and more accessible for employees. Jan connects it to her passion for internal podcasts, especially when paired with AI translation, to give shop-floor workers a direct line to leadership in their own language. Both agree that leaders often underestimate how much their words and actions ripple through employees' lives, far beyond the workplace.Jan admits she used to see communications as nothing more than “corporate messaging.” She even remembers being afraid to post on LinkedIn without approval; a fear that silenced genuine voices and wasted a chance to connect.Tina builds on this, explaining how employees can be a company's greatest ambassadors if supported with the right tools and freedom. Authentic advocacy, she says, is far more powerful than polished ads.Tina closes with practical advice: start with empathy. Instead of only pushing out the messages leadership wants to deliver, consider what employees want and need to know. Ask questions, listen carefully, and act on the patterns you hear. That, she argues, is how internal communication shifts from a one-way broadcast to a true partnership.Themes discussed in this episode:The “head and heart” leadership style that balances strategy with empathy and emotional intelligenceLessons from mentors and coaches that shaped Tina Kozak's leadership approach in the automotive industryHow focusing on people, not just numbers, made Franco's acquisition successfulWhy legacy industries like automotive struggle with internal communication and employee connectionHow consistent communication builds trust, loyalty, and long-term employee engagementThe role of technology and AI in simplifying and improving employee communicationThe missed opportunity when leaders dismiss communications as “corporate messaging”How employee advocacy strengthens culture and why authentic voices beat polished campaignsFeatured guest: Tina KozakWhat she does: As CEO and majority shareholder of Detroit-based Franco, Tina Kozak leads one of the region's top integrated communications agencies. She combines strategic insight with a human-centric approach she calls “Head and Heart” leadership, guiding

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereFord just made waves with news of a $30,000 EV pickup built on a universal platform. It promises fewer parts, lower costs, and faster assembly. But Jan Griffiths asks a bigger question: if automakers can reinvent the product, why not reinvent the way business gets done?That's where Kate Vitasek comes in. As the creator of the Vested Methodology, Kate has spent more than 20 years studying how companies negotiate. She joins Jan to unpack how the old “win at all costs” mindset still lingers in the industry and why it's holding leaders back.Kate walks through the history: the 80s and 90s were all about leverage and power. The 90s brought interest-based bargaining, which used data instead of bravado. More recently, companies are experimenting with collaboration, where both sides actually work together to solve problems and create value.But change doesn't come easy. Short-term wins might seem like progress, but they often backfire. Kate describes this as “shading,” when the other side feels mistreated and resists or retaliates. She uses examples from union negotiations, supplier relationships, and even global trade disputes to show how this cycle keeps repeating.Collaboration offers a different path. Instead of focusing only on price or concessions, it creates agreements that match intent with execution, protect both parties, and provide space for innovation.Kate explains how her Vested framework turns adversarial supplier or union relationships into productive, long-term partnerships built on trust and results. Still, consistency is key: you can't have one division trying to collaborate while another sticks to power plays.Jan ties this back to leadership. Command-and-control might have worked decades ago, but it doesn't inspire people now. Negotiation that depends on control and bravado is outdated in the face of current challenges. Leaders who show up with openness, clarity, and a willingness to co-create solutions will succeed.And the advice for leaders listening? Start small. You don't need to change everything overnight. Pilot a collaborative negotiation on one deal, measure the results, and use that success to expand the approach. Themes discussed in this episode:The shift from power-based negotiation to collaborative partnerships in the automotive industryThe evolution of negotiation models from the 1980s to today's business environmentThe role of trust, transparency, and shared outcomes in strengthening supplier relationshipsWhy authentic leadership aligns with collaboration better than command-and-control managementHow adversarial union negotiations can transform into long-term, cooperative agreementsThe connection between cultural consistency and successful collaborative business modelsWhy outdated power tactics undermine innovation and efficiency in global supply chainsHow the Vested Methodology creates sustainable value for both buyers and suppliersFeatured guest: Kate VisatekWhat she does: Kate is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what's in it for me” to “what's in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world...

What if the key to controlling workers' comp costs isn't cutting care, but doubling down on the human element?Marc Cunningham interviews Tamara Johnson, Vice President of Claim Cost Control at Lockton, about how communication and compassion are transforming workers' compensation outcomes. Tamara shares how strategies like injury counseling, supervisor training, and early interventions create better recoveries for employees while reducing costs for employers. They also explore how AI and compliance considerations are reshaping the future of claims management.In this Episode:Why emphasizing communication and empathy leads to faster employee recovery and lower claim costs.The role of injury counselors and supervisor engagement in preventing litigation.How AI, data analytics, and ADA/EEOC compliance are changing the landscape of claims management.

This episode is sponsored by Lockton, click here to learn more This episode is available in Spanish - click hereWatch the full video on YouTube - click hereTony Trecapelli's career in automotive began at Saturn, where he saw firsthand what a people-centered culture could look like. Employees were trusted, collaboration was encouraged, and leaders treated the workforce as partners. That environment shaped his perspective early on. When he later moved into GM, the environment felt very different. Decisions came from the top, and people were expected to follow orders without question. Seeing both sides of the industry gave Tony a clear choice about the kind of leader he wanted to be. Instead of command and control, he committed to leading through coaching and support.Now, as President and CEO of Gemini Group, Tony applies those lessons every day. He talks about creating a workplace where people can try, make mistakes, and learn without fear of punishment. In his view, that's how resilience is built — not by avoiding risk, but by facing challenges and adapting together.Tony also reflects on Gemini's small-town Michigan roots. It's a place where people know each other, relationships matter, and the company works hard to keep that spirit alive even as it operates globally. He describes how those values influence daily decisions and help steady the organization in an unpredictable industry.The conversation turns to the realities of being a tier two supplier. Tony shares how tariffs, EV and hybrid transitions, and global competition create constant uncertainty. Instead of pretending to have all the answers, he focuses on being transparent and open with his team, making sure they understand the challenges and feel connected to the bigger mission.Tony also opens up on a more personal level. He talks about what fuels his drive as a leader, the routines that set the tone for his day, and the ways he steps back to recharge outside of work.The episode closes with a live audience Q&A, giving Tony the chance to respond directly to questions about Gemini's future, his leadership style, and the lessons that shaped him. What listeners get from this conversation is more than a story about one leader's journey; it's an honest look at leadership in automotive today. Tony's message is straightforward: leadership is about people first, and culture is what carries a company through change.Themes discussed in this episode:The leadership lessons Tony Trecapelli carried from Saturn's collaborative culture into his careerThe difference between servant leadership and command-and-control styles in automotive organizationsWhy Tony leads Gemini Group with a coaching mindset that encourages growth through mistakesThe daily realities and challenges tier two suppliers face in a volatile automotive supply chainThe impact of tariffs, EV transitions, and political uncertainty on business decisions for suppliersThe role of mentors, personal habits, and values in shaping Tony's leadership approachWhy transparency and clear communication are essential for building trust during times of changeFeatured guest: Tony Trecapelli What he does: Anthony A. Trecapelli is the CEO of

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - Click hereIf you're still leading like it's 1995, or worse, 1985, you're holding this industry back. We've spent decades obsessing over products and systems, yet barely stopped to ask ourselves: What kind of leaders are we? That's the question Jan wants you to sit with. Because if we don't change how we lead, the rest doesn't matter. The truth is, the Command-and-control style is still prevalent today, especially in moments of uncertainty. Too many leaders retreat into control when what's really needed is trust and empowerment. That reaction is driving away the very talent the industry needs to stay competitive. The solution? Building a culture where people can make decisions, collaborate across silos, and adapt quickly. But it's not just about shifting behavior—it's also about how leaders communicate change.. When rolling out new tech, leaders need to involve people. Otherwise, the change will fail, not because of the tool but because the people weren't part of the journey.That's when Jan introduces the idea of the leadership statement. This is about sitting down, reflecting on your values, thinking about the leaders who shaped you, and being honest about the kind of leader you want to be. We're so used to asking our teams for commitment. What if, instead, you asked yourself what you are committing to them? What are you promising as their leader?Jan shares an example from Goodyear CEO Mark Stewart. His leadership commitment? “I'm in 1000%.” He didn't just say it; he moved to Ohio to back it up. That's what authentic leadership looks like.The clock's ticking. Chinese OEMs are gaining ground, and the window to evolve is closing fast. If we don't change our leadership and culture now, no amount of AI, tech, or process improvement will save us.It starts with you. The way you lead, the culture you create, and the commitments you're willing to make.Themes discussed in this episode:Why the automotive industry can't compete globally with 1990s leadership modelsHow to evaluate and improve your leadership style to match today's industry needsWhy trust and empowerment are key to keeping young talent in automotiveWhy building a strong leadership culture is critical to EV and supply chain transformationHow automotive leaders fall into micromanagement during crisis—and how to break the habitThe importance of writing a real, personal leadership commitmentWhy Chinese automakers are taking the lead in the global market and what legacy OEMs must do to catch upYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive...

Why is insurance so expensive?  Christina Lauber joins hosts Jeff Jarrett and Sal Sama for today's episode of The High Ground powered by Premier Companies.  Christina is the Assistant Vice President for Lockton Companies which works with companies across the US to help them build out their health and insurance programs.You'll hear how Christina went from wanting to be an actress to working in recruitment and ultimately ended up working for an insurance broker.  Sal, Jeff, and Christina will dig into the various factors that have led to an increase in insurance costs and some of the things we employers and consumers can do to have an impact on our healthcare journeys.  You'll also learn about the offerings Premier has for their employees and why they feel it's so important to set the bar high with both pay and benefits.  “I'm… blown away by your company and the approach that the leadership team does take… I think Harold just has a commitment and a passion for doing the right thing for his people.”